1) A multiple model appraisal using both CMMI for Development and CMMI for Services can reduce appraisal costs by evaluating services and development processes together rather than in separate appraisals. 2) To maximize cost savings, the organizational scope should include representative samples of both services and development basic units. 3) The appraisal team must have experience with both models to properly evaluate practices from the perspectives of both services and development.

1. Portugal
Lessons learned about multiple model appraisals
(CMMI for Services and CMMI for Development)
How to get costs reduction
Iñigo Garro
SCAMPI Lead Appraiser
Caelum, Information & Quality Technology
Ramiro Carballo
SCAMPI Lead Appraiser
Caelum, Information & Quality Technology
Lisbon, 2013-10-18

2. Lessons learned about multiple model
appraisals
How to get costs reduction
© 2013 CMMI Portugal Conference Series – All Rights reserved.
Abstract
Most of the companies that had an appraisal experience using
CMMI-DEV as reference model in the past, considered out of
the scope an important part of the company, related with service
delivery. During a multiple model (or multi-model) appraisal,
consultancy services, software maintenance or IT management
areas can be included in the same organizational scope as
software development areas, reducing the effort and cost of
multiple appraisals.
praisal:
esses by a
SCAMPI ap
or more proc
on of one
ppraisal
An examinati
ls using an a
rofessiona
ining, at a
ed team of p
train
sis for determ
as the ba
using the
rence model
refe
eaknesses,
ngths and w
inimum, stre
m
D.
SCAMPI MD
2

3. Lessons learned about multiple model
appraisals
How to get costs reduction
© 2013 CMMI Portugal Conference Series – All Rights reserved.
Agenda
–
–
–
–
–
–
–
–
CMMI DEV vs. CMMI SVC
How to define the organizational scope
How to select appropriate objective evidence
Practices interpretation from services point of view
Appraisal participants
Appraisal team members
The evidence database
Quantifying savings
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4. © 2013 CMMI Portugal Conference Series – All Rights reserved.
CMMI DEV vs. CMMI SVC
The constellations CMMI for Development and CMMI for
Services have a common set of 17 process areas. The 5
engineering process areas are exclusive from development
activities, so they are only included in CMMI-DEV.
In the same way, typical services process areas are focused
on continuity (SCON), capacity and availability (CAM),
incidents (IRP), transition (SST), strategy (STSM), delivery
(SD) and development (SSD).
d
use
are
that , and
st
tere
ents rials
in
n
mpo mate area of
n:
g
I co
atio f CMM trainin for an ices).
ll
te
,
v
ons ction o odels uments nt, ser
C
e
lle
tm
oc
A co onstruc lated d velopm
e
to c isal re ition, d
ra
s
app , acqui
.
(e.g
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5. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Identifying services
It is easy to identify which company activities could be
improved applying the benefits of these process areas,
because most of the companies implement some kind of
services model as part of their business model.
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6. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Organizational Scope
It is important to identify which services should be included in
the organizational scope of a multiple model appraisal,
because they should be representative of the organizational
improvement.
The information about selected services is detailed in the
public record of the CMMI Institute, and, usually, marketing
departments are very interested in increasing the visibility of
the principal services the company offers to its customers.
it :
l Un
na
atio
he
niz
e
rga e of th here t be
O
n
nw
ie c
A p nizatio sults ca
orga aisal re
.
r
app ralized
e
gen
e:
cop
al S
ion cts or
at
aniz f proje vides
Org set o
pro
f
he es that ence o tion.
T
ta
ic
vid
serv ctive e plemen
obje tices im
prac
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7. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Effort related with the number of selected services
One consideration about this services selection is that each
kind of service is usually considered a subgroup. So, one or
more basic units of each kind of service will be sampled, and
the appraisal effort will increase as the number of samples
does.
Consultancy services, software maintenance or testing
services are usually included inside the organizational scope,
together with the software development projects, reducing the
effort of multiple SCAMPI appraisals.
c ts
p:
roje
rp
ou
bgr simila
Su t of
A se rvices
e
or s
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8. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Appropriate Objective evidence
Objective evidence must be provided for each sampled basic
unit, considering that they have been collected to provide
evidence on the instantiation of a service practice or a
development practice.
Each objective evidence must be analyzed according to the
meaning of the model practice we are evaluating.
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9. © 2013 CMMI Portugal Conference Series – All Rights reserved.
How to discover the services point of view
It is a failure when, after passing a CMMI DEV appraisal,
someone comments: now, we are going to implement CMMI
SVC maturity level 2, because, it is only one more process
area (SD, service delivery), and we have all others fully
implemented, recently.
The right interpretation is that SD is the unique new process
area that is only applicable to services basic units.
But the rest of maturity level 2 process areas must be
objectively evidenced for services basic units and also for
development basic units. Twice !
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10. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Discovering basic units that are service and project
at the same time
Some synergies of service management and project
management could help the organization to identify a set of
projects that are directly related with a set of services, trying
to reduce the number of artifacts in the appraisal.
But the use of these artifacts must be evaluated twice: from
the services perspective and from the development one.
v ic
t:
Uni r a Ser
ic
Bas oject o
r
AP
e
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11. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Multi-purpose appraisal participants
Using the same point of view, the selection of the appraisal
participants should consider the role of each person in each
basic unit, from the service and the development perspective.
For example, a project management activity can solve a
capacity requirement, a project monitoring activity can solve
an incident management issue, and a risk management
activity can be considered part of a service continuity plan.
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12. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Practices Interpretation issues
Depending on the experience of the process team, the
appraisal team could discuss some practices interpretation
issues during the appraisal: how to estimate software versus
how to estimate services, differences between software
configuration management and service configuration
management, and the relationship with a CMDB
(Configuration Management DataBase), and others...
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13. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Experience of appraisal team members
Because of that, it is required that the appraisal team
members have enough training and experience in
development and in services, so they can evaluate the
correct implementation of both kind of practices in the
appropriate environment.
is
Appra
al T
ts:
Constrain
perien
e rs E x
ce:
p)
(as a grou
The team
l of at
e a tota
must hav
f
t • An ag
of at leas
n years o
ld
e
ge
least te
years of fi
• An avera
g to
ent
e relatin
of field
, each of
t
managem
experienc
six years
members
of
nd at leas
g
nt of each
idual team
ars of
erience, a
e excludin
exp
Indiv
t two ye
r mu s t
perienc
the conte
ex
e
membe
ve at leas
ce models
pe of
ence of th
one team
whom ha
e referen
ing the ty
years
the experi
leader, th
al
e
least six
ce perform
team
ing th
apprais
have at
experien
appraisal
t of exclud
sa
d in each
n
ea
resse
e of the
the conte
. This
experienc
work add
experienc
relating to
l included
der. of
luding
reference
ger – exc
nce mode
has field
l team lea
mana
of the
refere
ember
appraisa
at the
del. each
ures
al team
h team m
c
is
mo
s th
his ens
the appra
means ea
included
is ensure
models. T
rs with Th
with each
le has a
as a who
m me mb e
ader.
xperience
e
team
that tea
nce le
al experie
limited
substanti
relatively
eir
th
e are
to support
experienc
who base
by others
nts
e
balanced
of judgm
ater level
have a gre
e.
experienc
.
emb
eam M
f 25
gregate o
13

14. Sharing the PIID with both models
PIID: http://cmmiinstitute.com/assets/SVC_PIIDs_20110608.xlsx
Each page contains the set of evidence of an individual
process area. The appraisal team can use the same page for
both process areas with the same name in both models.
Configuration Management
Source of OE
Document (s)
Comments
A r t if a c t
Key Practice / Notes
A f f ir m a tio n
Status
E s t a d is tic a s
ORG
© 2013 CMMI Portugal Conference Series – All Rights reserved.
The CMMI Institute provides a structured spreadsheet that is
the usual way to implement the evidence database, named
PIID. (Practice Implementation Indicator Description)
Information
Needed
Rating
(FI, LI, PI,
NI, NY)
SG1 Baselines of identified work products are established.
Identify configuration items, components, and related work products to be placed under
FI
SP1.1 configuration management.
1
2
Appraisal Considerations:
- Be sure to consider configuration items representative of all disciplines and processes within the assessment
scope and context. In a sense, this SP specifies the constraints under which the remaining SPs should be
considered and assessed
- See model for definition and description of configuration item and its work product components
Artifact Examples:
- Identified configuration items
- Configuration management lifecycle for controlled items (e.g., owner, point at which placed under control, degree of
control, change approval.)
- Configuration management plan
Elementos bajo gestión de la configuración del proyecto: Plan de Proyecto, apartado datos y configuración. Items
con sus respectivas lineas bases
SCRUM
Plan de Proyecto
SCRUM
x
x
x
X
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15. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Work vs. Project
The same criterion can be used for WMC (Work Monitoring
and Control) versus PMC (Project Monitoring and Control)
and WP (Work Planning) versus PP (Project Planning), but
special consideration must be taken for this last case,
because WP has one more specific practice that PP.
ates
h Estim Strategy
stablis Service
G1 : E
Work
the
WP S
e of t he k
ablish
Est
c op
SP 1.1 stimate the S tes of Wor
a
E
SP 1.2 stablish Estim tes
E
i bu
SP 1.3 nd Task Attr Phases
ta
le
Produc efine Lifecyc nd Cost
D
ta
SP 1.4 stimate Effor
E
SP 1.5
tegy
he stra following
tegy :T
e Stra eration of the of
Servic consid
level
ludes
opriate
inc
appr
and
rs at an he objectives ossible
facto
c e. P
i on: T
e servi ose
bstract
a
for th
straints to meeting th
c on
es
ts. The
proach nd constrain ronment,
ap
vi
sa
jective e.g., skills, en at will be
ob
) th
es (
ologies with these
esourc
r
techn
ls, new ks associated dressed
too
ad
is
eded. R how they are
ne
and
factors
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16. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Summarizing Process Areas (ML3 example)
So, the evidence database will manage 25 process areas,
where 13 are specific for services or development, and 12
are common for both models, but they have to be evaluated
from both points of view.
SSD (addition)
CMM for Services
CMMI for Development
SAM (optional)
16

17. Quantifying costs reduction
© 2013 CMMI Portugal Conference Series – All Rights reserved.
Some numbers about experiences: Saved effort if your
organization goes to a multiple model SCAMPI instead of two
separated single model appraisals.
SAVED EFFORT AT MULTIPLE MODEL CMMI SCAMPI CLASS A
Saving
42,86%
34,62%
35,00%
Multiple Model
DEV SVC ML2
DEV SVC ML3
DEV ML3 SVC ML2
Single Model 1
DEV ML2
DEV ML3
DEV ML3
Additional effort if your
organization decides to
include CMMI SVC in the next
CMMI DEV SCAMPI
Single Model 2
SVC ML2
SVC ML3
SVC ML2
INCREASED EFFORT FROM SINGLE
TO MULTIPLE MODEL SCAMPI
Incr.
14,29%
30,77%
7,69%
Multiple Model
DEV SVC ML2
DEV SVC ML3
DEV ML3 SVC ML2
Single Model 1
DEV ML2
DEV ML3
DEV ML3
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18. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Ramiro Carballo Gutiérrez
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 1201018-03 )
CMMI for Development
CMMI for Services
ramiro_carballo@caelum.es
Móv.: 639078817
www.linkedin.com/in/ramirocarballo
Iñigo Garro
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 0300301-01 )
CMMI for Development
igarro@caelum.es
Caelum Information & Quality Technologies, S. L.
Párroco Eusebio Cuenca 50.
28045 Madrid
www.caelum.es
www.CalidaddelSoftware.com
Tlf.: 918312029
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